RFP_No._SOL-294-17-000003.pdf

DATE ISSUED: February 8, 2017

DEADLINE FOR QUESTIONS: February 21, 2017, 11:59PM Jerusalem

CLOSING DATE: March 23, 2017

CLOSING TIME: 16:00 Jerusalem Local Time

SUBJECT: Request for Proposals (RFP) No. SOL-294-17-000003

Evaluation, Assessments, Performance Monitoring and Program Support

Services for the USAID West Bank and Gaza Mission

ATTENTION PROSPECTIVE OFFERORS:

The United States Government, represented by the U.S. Agency for International

Development (USAID)‘s West Bank and Gaza Mission (WBG), is soliciting proposals from qualified organizations interested in providing the services as described in Section C of this Request for Proposals (RFP), where special attention should be paid to Section L, “Instructions to Offerors” and Section M, “Evaluation Factors for Award.”

This is a full and open competition under which US and other organizations within

Geographic Code 937 are eligible to participate. The procedures set forth in FAR Part 15 will apply. USAID/WBG highly encourages the participation of small business concerns, small disadvantaged business concerns and women-owned small business concerns in this solicitation as the prime offeror or as proposed subcontractors in accordance with Part 19 of the FAR. As stated in Section M, proposals that meaningfully incorporate US small business concerns into their proposal will be more competitive than those similarly rated technically that do not.

Competitive offerors will be those proposing the most effective approach for achieving the expected results and award will be made to the Offeror whose proposal offers the best value to the Government considering BOTH technical and cost factors (see Section M).

The details associated with the submission requirements are outlined under Section L of this solicitation. Late proposals will be handled in accordance with FAR 15.208.

In accordance with the Foreign Assistance Act of 1961, as amended and FAR Part

16.306, USAID intends to award a Cost Plus Fixed Fee Completion Contract per FAR

16.306(d)(1) for a period of five years – a three year Base Period and 2 one year Option

Periods. The total estimated cost, including fixed fee, subject to availability of funds, for the Base Period and Option Periods is:

Base Period is estimated between $4 million (M) to $6M over three years.

Two option Periods are estimated between $1M to $2M each, per year, for two subsequent years.

Revealing the estimated range of the contract is not meant to encourage Offerors to strive to meet the maximum estimated amount. Offerors must propose costs that they believe are realistic and reasonable for the work described in their Statement of Work/Proposal.

This solicitation in no way obligates USAID to award a contract, nor does it commit

USAID to pay any cost incurred in the preparation and submission of the proposal.

Furthermore, the Government reserves the right to reject any and all offers, if such action is considered to be in the best interest of the Government.

This RFP is posted on www.fbo.gov, and may be amended. Potential Offerors should regularly check this website to ensure they have the latest information pertaining to this

RFP. It is the responsibility of the Offeror to ensure that the RFP and all its subsequent amendments (if any) have been received from the internet in its entirety. USAID bears no responsibility for data errors resulting from transmission or conversion process.

USAID requires that all questions regarding this RFP be submitted in writing to Ms.

Miada Younis at myounis@usaid.gov and CC Jason Gilpin at jgilpin@usaid.gov no later than February 21, 2017, 11:59PM Jerusalem Time. Answers to all questions will be provided through an amendment to this solicitation, so as to ensure transparency and equal access to the same information to all offerors and potential offerors.

If substantive questions are received which affect the response to the solicitation, or if changes are made to the closing date and time, as well as other aspects of the RFP, this solicitation will be amended. Any amendments to this solicitation will be issued and posted on www.fbo.gov.

We extend our best wishes to all and thank you for your interest in USAID/WBG programs.

Sincerely, /S/

Jason Gilpin

Contracting Officer

USAID/West Bank and Gaza http://www.fbo.gov/ mailto:myounis@usaid.gov mailto:jgilpin@usaid.gov http://www.fbo.gov/

Table of Contents

PART I – THE SCHEDULE

SECTION B – SUPPLIES OR SERVICES AND PRICES/COSTS

B.1 PURPOSE

B.2 CONTRACT TYPE

B.3 ESTIMATED COST, FEE, AND OBLIGATED AMOUNT

B.6 INDIRECT COSTS

B.7 ADVANCE UNDERSTANDINGS ON CEILING INDIRECT COST RATES AND

FINAL REIMBURSEMENT FOR INDIRECT COSTS

B.8 FIXED FEE

B.9 COST REIMBURSABLE

B.10 APPROVED SUBCONTRACTORS

SECTION C- DESCRIPTION/SPECIFICATIONS/STATEMENT OF OBJECTIVES

C.1 BACKGROUND

C.2 OBJECTIVES

C.3 SCOPE OF WORK

SECTION D – PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

D.2 BRANDING STRATEGY AND MARKING PLAN

[END OF SECTION D]

SECTION E – INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE . 27

E.2 INSPECTION AND ACCEPTANCE

SECTION F – DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE . 28

F.2 PERIOD OF PERFORMANCE

F.3 PLACE OF PERFORMANCE

F.4 PERFORMANCE STANDARDS

F.5 REPORTS AND DELIVERABLES OR OUTPUTS

F.6 MOBILIZATION AND MANAGEMENT PLAN

F.7 DEMOBILIZATION PLAN

F.8 KEY PERSONNEL

F.9 752.242-70 PERIODIC PROGRESS REPORTS (OCT 2007)

G.1 CONTRACTING OFFICER’S AUTHORITY

G.2 ADMINISTRATIVE CONTRACTING OFFICE

G.3 CONTRACTING OFFICER'S REPRESENTATIVE (COR)

G.4 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

G.5 PAYMENT AND INVOICES

G.6 ACCOUNTING AND APPROPRIATION DATA

G.7 CONTRACTOR'S PRIMARY POINT OF CONTACT AND PAYMENT

G.8 AIDAR 752.7003 DOCUMENTATION FOR PAYMENT (NOV 1998)

SECTION H – SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE . 43

H.2 AIDAR 752.7004 EMERGENCY LOCATOR INFORMATION (JUL 1997)

H. 3 CORRESPONDENCE AND LANGUAGE REQUIREMENTS

H.4 EXECUTIVE ORDER ON TERRORISM FINANCING

H.5 752.228-3 WORKER’S COMPENSATION INSURANCE (DEFENSE BASE ACT)

(JUL 2014)

H.6 AIDAR 752.225-70 SOURCE AND NATIONALITY REQUIREMENT (FEB 2012)

(Class Deviation No. OAA-DEV-12-01c)

H.7 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES

(JUL 2007)

H.8 AUTHORIZED GEOGRAPHIC CODE

H.9 LOGISTIC SUPPORT

H.10 SUBMISSION OF DATASETS TO THE DEVELOPMENT DATA LIBRARY (DDL)

(OCT 2014)

H.11 SUBCONTRACTING PLAN REPORT FOR INDIVIDUAL CONTRACTS AND

SUMMARY CONTRACTING REPORT

H.13 CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY

H.14 752.7007 PERSONNEL COMPENSATION (JUL 2007)

H.15 ADDITIONAL REQUIREMENTS FOR PERSONNEL COMPENSATION

H.16 CONSENT TO SUBCONTRACT

H.18 AIDAR 752.7013 CONTRACTOR-MISSION RELATIONSHIPS

(OCT 1989)

H.19 USAID WEST BANK & GAZA SPECIAL PROVISIONS

PART II

SECTION I – CONTRACT CLAUSES

I.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE . 63

I.2 52.209-1 QUALIFICATION REQUIREMENTS (FEB 1995)

I.4 52.227-23 RIGHTS TO PROPOSAL DATA (TECHNICAL) (JUN 1987)

I.5 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

SECTION J – LIST OF ATTACHMENTS

SECTION K - REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF

OFFERORS

K.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY

REFERENCE

K.2 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS

(DEC 2016)

K.3 52.204-18 OWNERSHIP OR CONTROL OF OFFERORS (JUL 2016)

K.4 52.204-20 PREDECESSOR OF OFFEROR (JUL 2016)

K.5 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (OCT

2015) 75

K.6 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (JUL 2013)

K.7 52.209-11 REPRESENTATION BY CORPORATIONS REGARDING

DELINQUENT TAX LIABILITY OR A FELONY CONVICTION UNDER ANY FEDERAL

LAW (FEB 2016)

K.8 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB 1999

K.9 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION

(OCT 2015)

K.10 52.230-7 PROPOSAL DISCLOSURE--COST ACCOUNTING PRACTICE

CHANGES (APR 2005)

K.11 INSURANCE - IMMUNITY FROM TORT LIABILITY

K.12 AGREEMENT ON, OR EXCEPTIONS TO, TERMS AND CONDITIONS

K.13 52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984)

K. 14 SIGNATURE

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1 52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE (FEB

1998) 84

L.2 52.216-1 TYPE OF CONTRACT (APR 1984)

L.3 52.233-2 SERVICE OF PROTEST (SEP 2006)

L.4 GENERAL INSTRUCTIONS TO OFFERORS

L.5 PROPOSAL SUBMISSION

L.6 OFFEROR’S RESPONSIBILITIES

L.7 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL 89

L.8 INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL

L.9 DISCLOSURE OF INFORMATION

L.10 TECHNICALLY UNACCEPTABLE PROPOSALS:

SECTION M – EVALUATION FACTORS FOR AWARD

M.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY

REFERENCE

M.2 GENERAL INFORMATION

M.3 GENERAL

M.4 EVALUATION OF COST PROPOSAL

M.5 DETERMINATION OF THE COMPETITIVE RANGE

M.6 SOURCE SELECTION

M.7 CONTRACTING WITH SMALL BUSINESS CONCERNS

LIST OF ACRONYMS

ADS Automated Directives System

ADR Alternative Dispute Resolution

BIP Branding Implementation Plan

CCN Cooperating Country National

CO Contracting Officer

COB Close of Business

COP Chief of Party

COR Contracting Officer’s Representative

DO Development Objective

DCOP Deputy Chief of Party

Geo-MIS Geographic Management Information System

IT Information Technology

IP Implementing Partner

LOE Level of Effort

M&E Monitoring and Evaluation

MEO Mission Environmental Officer

MOEHD Ministry of Education and Higher Education

NGO Non-Governmental Organization

OJT On-The-Job Training

PA Palestinian Authority

PMP Performance Management Plan

PPIRS Past Performance Information Retrieval System

SOW Statement of Work

SAACB State Audit and Administrative Control Bureau

TA Technical Assistance

TCN Third Country National

UNDP United Nations Development Program

U.S. United States

USAID United States Agency for International Development

WBG West Bank and Gaza

SOL-294-17-000003 SECTION B

PART I – THE SCHEDULE

SECTION B – SUPPLIES OR SERVICES AND PRICES/COSTS

B.1 PURPOSE

The purpose of this contract is to provide utilization‐driven, comprehensive performance measurement, planning, performance monitoring and evaluation (PM&E) services for the

USAID/WBG Mission, and technical guidance to the Mission and its implementing partners (IPs). These services will enable USAID/WBG to fulfill its evaluation, reporting, performance monitoring and information-sharing obligations as mandated in

USAID’s Automated Directives System (ADS) and other Agency guidance.

B.2 CONTRACT TYPE

This is a Cost-Plus-Fixed-Fee (CPFF) Completion type contract per FAR 16.306(d)(1).

For the consideration set forth below, the Contractor will provide the deliverables or end products described in Section C, “Statement of Work”.

B.3 ESTIMATED COST, FEE, AND OBLIGATED AMOUNT

(a) The Total Estimated Cost for performance of the work during the three-year Base

Period and two one-year Option Periods required hereunder, exclusive of fixed fee is

$TBD. The Fixed Fee for the Base Period and Option Periods is $TBD. The Total

Estimated Cost plus Fixed Fee for the Base Period and Option Periods is $TBD.

(b) Within the estimated cost plus fixed fee (if any) specified in paragraph (a) above, the amount currently obligated and available for reimbursement of allowable costs incurred by the Contractor (and payment of fee, if any) for performance hereunder is

$TBD. The Contractor shall not exceed the aforesaid obligated amount.

(c) Funds obligated hereunder are anticipated to be sufficient through [To be inserted at the time of award].

B.4 PRICE SCHEDULE

CONTRACT EXPENSE CATEGORIES, BASE PERIOD – 3 YEARS

Cost Element Base Period (Years 1, 2 and 3)

Total Estimated Cost

Fixed Fee

Total Estimated CPFF https://www.usaid.gov/who-we-are/agency-policy https://www.usaid.gov/evaluation

OPTIONS

USAID intends to award the obligation under a contract for the base period only. USAID has a unilateral right to exercise option years.

OPTION YEARS. This contract will be effective September XX, 2017. The contract period will expire September XXX, 2020. Option One (September XX, 2020 to

September XX, 2021) and Option Two (September XX, 2021 to September XX, 2022) may be exercised by the government 60 days prior to commencement of each option period. The government contact person for all contract notifications is the Contracting

Officer.

Options Timeframe Cost Fixed Fee Total CPFF

Option One Two (1) Year $XXX $XXX $XXX

Option Two One (1) Year $XXX $XXX $XXX

B.5 OPTION TO EXTEND SERVICES

Pursuant to FAR 17.208(f) and to the FAR clause incorporated by full text in Section I entitled “52.217-8 OPTION TO EXTEND SERVICES (NOV 1999)”, the Contractor hereby grants to the U.S. Government the option to extend services under the contract for two additional one year periods. Such extension options are to be exercisable by issuance of a unilateral modification prior to the expiration of the contract.

B.6 INDIRECT COSTS

Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs will be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases:

Description Rate Base Type Period

% 1/ 1/ 1/

% 2/ 2/ 2/

% 3/ 3/ 3/

1/Base of Application:

Type of Rate:

Period:

2/Base of Application:

Type of Rate:

Period:

3/Base of Application:

Type of Rate:

Period:

B.7 ADVANCE UNDERSTANDINGS ON CEILING INDIRECT COST RATES

AND FINAL REIMBURSEMENT FOR INDIRECT COSTS

(a) Reimbursement for indirect costs will be at the lower of the negotiated final (or pre-determined) rates or the following ceiling rates:

Description Rate Base Period

% 1/ 1/

% 2/ 2/

% 3/ 3/

1/ Base of Application:

Period:

2/ Base of Application:

Period:

3/ Base of Application

Period:

(b) The Government will not be obligated to pay any additional amount should the final indirect cost rates exceed the negotiated ceiling rates. If the final indirect cost rates are less than the negotiated ceiling rates, the negotiated rates will be reduced to conform to the lower rates.

(c) This understanding shall not change any monetary ceiling, obligation, or specific cost allowance or disallowance. Any changes in classifying or allocating indirect costs require the prior written approval of the Contracting Officer.

B.8 FIXED FEE

Payment of the Fixed Fee will be made upon receipt of a proper invoice and will directly correspond to the percentage of allowable costs being paid. In accordance with FAR

52.216-8, Fixed Fee (JUN 2011), USAID will withhold 15% of the total fixed fee or

$100,000, whichever is less until the required conditions under the referenced clause have been met.

B.9 COST REIMBURSABLE

The U.S. Dollar costs allowable will be limited to reasonable, allocable and necessary costs determined in accordance with FAR 52.216-7, Allowable Cost and Payment, FAR

52.216-8, Fixed Fee, if applicable, and AIDAR 752.7003, Documentation for Payment.

FAR 52.232-22, Limitation of Funds, applies while the contract is funded in an amount less than the ceiling price and FAR 52.232-20, Limitation of Cost, applies while the contract is fully funded.

B.10 APPROVED SUBCONTRACTORS

The Contracting Officer will approve subcontractors in accordance with FAR part

52.244-2 and FAR part 44.202-2.

[END OF SECTION B]

SOL-294-17-000003 SECTION C

SECTION C- DESCRIPTION/SPECIFICATIONS/STATEMENT OF

OBJECTIVES

C.1 BACKGROUND

The U.S. Government continues to be the leading provider of bilateral development and humanitarian assistance to the Palestinians, providing more than $5.2 billion since

1994. The USAID West Bank and Gaza (WBG) Mission (henceforward referred to as

“the Mission”) manages more than 54 multi-year activities with a life of activity value totaling over $1.981 billion. Within this portfolio, the Mission manages an additional approximate 30 grants, with both local and U.S. organizations, that are funded through an annual program statement (APS) issued by USAID’s Office of Conflict

Management and Mitigation (CMM).

USAID’s WBG programming is managed through three development objectives (DO):

DO1: Governance and Civic Engagement (which includes CMM grants); DO2:

Economic Growth and Infrastructure; and DO3: Human Capital and Social Impact

(https://www.usaid.gov/west-bank-and-gaza/our-work). The WBG Mission contributes to a more stable and secure West Bank and Gaza through programs in the areas of private sector development, health, water, and road infrastructure, local governance, civil society, rule of law, education and youth development. Though the

WBG Mission does not currently have a Country Development Cooperation Strategy

(CDCS), it is in the process of developing a strategic framework that will guide all

Mission planning, design, implementation, reporting, and analyzing.

The operating context in the West Bank and Gaza is dynamic and fluid. The Mission faces many results measurement challenges common to USAID programming and international development programming more broadly: attribution of particular results to donor assistance; desire to show “impact” when there is a known lag-time in achieving results (e.g., sustainable employment outcomes, youth development); desire to measure complex results (e.g. resilience, perception change) not well-captured by uni-dimensional performance indicators; need for more credible and rigorous qualitative data collection and analysis for results not easily quantified; and need for more rigorous quantitative measurement across programming sectors. The highly political operating environment, combined with implementation delays and changes in

Performance Monitoring and Evaluation (PM&E) plans due to budget fluctuations, add another layer of complexity to the programming environment.

C.2 OBJECTIVES

The Contractor will support a utilization‐driven, comprehensive performance measurement, planning, performance monitoring and evaluation (PM&E) system, and provide technical guidance to USAID/WBG and its implementing partners (IPs) to enable USAID/WBG to fulfill its performance monitoring, evaluation, reporting, and information-sharing obligations as mandated in USAID’s Automated Directives

System (ADS) and other Agency guidance.

https://www.usaid.gov/results-and-data/planning/country-strategies-cdcs https://www.usaid.gov/who-we-are/agency-policy https://www.usaid.gov/evaluation

The Contractor will provide services in the following areas:

Component A: Evaluation Services (40% LOE*)

Component B: Surveys, Analyses and Assessments (25% LOE*)

Component C: Performance Management Support Services (15% LOE*)

Component D: Capacity Building and Learning Services (15% LOE*)

Component E: Field Monitoring Activities (5% LOE*)1

Consistent with this guidance, USAID/WBG is committed to the key principles and practices that foster a results‐oriented culture and makes every effort to strengthen its

PM&E oversight. Toward this end, the Contractor will work collaboratively with the

Mission’s staff and its implementing partners (IPs) to provide fast, flexible, robust and rigorous monitoring, evaluation and related support under a single integrated umbrella contract. The Contractor will neither replace nor substitute for (1) the contractual obligations of USAID/WBG’s IPs for their self-monitoring or (2) the monitoring responsibilities of the Activity Contracting Officer Representatives (CORs)/Agreement

Officer Representatives (AORs).

Evaluations under this Contract must meet the standards of USAID’s Evaluation Policy

(https://www.usaid.gov/evaluation/policy) and the Agency policies outlined in

Automated Directives System (ADS) 201 Program Cycle Operational Policy (and any future updates thereof).

C.3 SCOPE OF WORK

It is critical that the Contractor use flexible and adaptable systems and work plans to adapt to unanticipated changes. Should new PM&E priorities arise during the course of this contract; the Contractor will recognize and adhere to the adjustment of tasks in line with the overall PM&E contract Statement of Work. The Contractor is required, to the extent practicable, to partner with local institutions and consultants in Israel, Jerusalem and the West Bank, and with U.S. small businesses in completing the monitoring and evaluation assistance tasks outlined under this contract. Overall, under the scope of this contract, taking technical direction from the PM&E COR for this contract, and collaborating closely with DO teams, IPs, and the Palestinian Authority (PA) to carry out contractual requirements, the Contractor will perform the tasks under the following five components within the context of the USAID/WBG Mission.

C.3.1 Evaluation Services

The Contractor will provide a range of evaluation assistance for evaluations/assessments, including: case studies, performance evaluation, impact (experimental and quasi‐ experimental) evaluations, cross‐sector evaluations, and other evaluation studies as identified.

1 *Projected Level of Effort (LOE). The actual LOE performed during contract performance in each component may vary depending on USG requirements.

USAID uses evaluations to understand performance, inform decisions, improve program effectiveness, be accountable to stakeholders, and support organizational learning.

Evaluations at USAID normally fall into two categories based on their methods: 1) impact evaluations, which use experimental and quasi-experimental methods and are characterized by having a rigorously defined counterfactual; and 2) performance evaluations, which draw on a range of quantitative, qualitative, and mixed methods approaches. Depending on choice and application of methods, performance evaluations can still be designed with a rigorous methodological approach that yields credible before-after comparisons. Evaluation type and evaluation design are based on a number of considerations, including the evaluation purpose, the evaluation questions and the level of rigor needed to sufficiently answer the questions for the intended users of the evaluation, and time, budget, and other resource considerations.

The evaluation approach will be consultative: consistent with the evaluation plan and/or

Mission requirements, the PM&E COR will prepare a detailed description of the work to be conducted in close coordination with the Contractor. The Contractor will propose the evaluation design that best meets USAID evaluation policy standards and principles, USAID/WBG needs, resource limitations, and complexity of the program. Methods, whether qualitative or quantitative, should generate the highest quality and most credible evidence that corresponds to the questions being asked, taking into consideration time, budget, and other practical considerations. The methodology should result in generating evaluation recommendations that are action‐oriented, practical and specific, with defined responsibility for the action.

The Contractor will assist the Office of Strategic Planning and Analysis (SPA) in maintaining a forward looking evaluation plan. The evaluation plan will include, at a minimum, evaluation type, purpose, expected users, start/end dates, estimated budget, and whether the evaluation is required/not required. Beyond USAID evaluation requirements, a number of circumstances could trigger the need for evaluation, including

(but not limited to):

● performance information indicates unexpected (positive or negative) results;

● monitoring data or informed feedback of beneficiaries and partners suggests implementation problems or unintended consequences/impacts of programming;

● potential issues around sustainability, cost-effectiveness, and/or programming relevance have been identified;

● initial activity performance suggests more positive or higher impact than expected, best practices or an optimal technical approach need to be documented and/or opportunities exist for more resources and intervention;

● questions around the validity of the logic model or development hypothesis;

and/or

● Mission staff and stakeholders require additional information to inform decision-making, understand outcomes, respond to stakeholder queries, or inform the design of follow-on programming.

For both performance and impact evaluations, the Contractor must be able to support all stages of the evaluation process, from evaluation planning and evaluation implementation to supporting evaluation dissemination and follow-up on evaluation findings and recommendations. The Contractor must be able to mobilize and support field evaluation teams to conduct specified evaluations. Evaluation team members fielded by the

Contractor must have the appropriate methodological and subject matter expertise to conduct high quality evaluations that comply with the standards in the USAID Evaluation

Policy (https://www.usaid.gov/evaluation/policy). In some cases, particularly for impact evaluations, this may entail subcontracting with institutions or firms with a track record of high quality quantitative studies. In addition to the contractual requirements, CVs for proposed evaluation team members that detail team members’ technical expertise and evaluation qualifications must be shared and approved by USAID in advance.

At the request of USAID, the Contractor will support USAID’s review and development of evaluation statements of work. This support will include working with technical offices to develop and refine evaluation questions; infusing a strong “utilization focus” 2 throughout the evaluation planning process; ensuring the relevance and evaluability of the evaluation questions; reviewing the appropriateness of proposed methods; and flagging issues if proposed resources and level of effort are potentially in conflict with the proposed evaluation design.

C.3.1.1 Performance Evaluations: The Contractor will provide high quality performance evaluation services. The Contractor, in collaboration with USAID, will be involved through the evaluation life cycle, including consulting on evaluation SOWs, fielding evaluation teams and implementing evaluations, and post-evaluation dissemination and follow-up. While most evaluations will be at the activity/award-level, the Contractor will support evaluations at the project and strategy levels, as well as meta-evaluations and ex-post evaluations.

The Contractor must be able to design and implement performance evaluations that rigorously employ a range of quantitative, qualitative, and mixed methods approaches that can yield credible before-after comparisons and/or make credible assertions about the contribution of USAID programming to particular development outcomes.

C.3.1.2 Impact Evaluations: The Contractor will provide high quality impact evaluation services, including the design of impact evaluations using experimental

(i.e. randomized control trial) and quasi-experimental (e.g., propensity score matching, regression discontinuity) methods.

The Contractor must demonstrate acceptable in-house technical, quantitative and analytic capacity to undertake impact evaluations, and/or the ability to sub-contract with international and local consultants, research firms, or academic institutions with a proven track record of delivering high quality, rigorous impact

2 See, in particular, the work of Michael Quinn Patton on this topic, such as: Patton, M. Q.

(2008). Utilization-focused evaluation (4th. Ed). Thousand Oaks, CA: Sage. and Patton, M. Q.

(2012). Essentials of utilization-focused evaluation. Thousand Oaks, CA: Sage.

https://www.usaid.gov/evaluation/policy https://www.usaid.gov/evaluation/policy evaluations, including in challenging environments. Unless otherwise justified all impact evaluations will have a qualitative component to give richer understanding and context to the findings observed.

The Contractor will provide guidance and support to SPA and Mission Technical

Offices on impact evaluations throughout the evaluation life cycle, from the early stages of activity and evaluation planning and design through the entire evaluation implementation process. The Contractor will support the Mission in identifying meaningful impact evaluation questions; clearly and transparently communicating to the Mission the feasibility, strengths and limitations of undertaking particular impact evaluations, or of using particular impact evaluation designs; and understanding the technical aspects of impact evaluations, such as the appropriate selection of treatment and control/comparison groups, sampling approaches, and data collection and analysis methods. The Contractor must be able to support all baseline and ongoing data collection for impact evaluations, as well as the logistics involved with undertaking an impact evaluation.

Illustrative evaluation tasks include, but are not limited to the following:

● Support DO teams to develop an evaluation plan for interim and final evaluations of identified on‐going and planned projects as well as other types of evaluation studies and assessments as needed. Evaluations should identify learning opportunities and be timed so that their findings can inform USAID’s programmatic decisions such as program modifications, designing follow‐on programs, or making policy decisions;

● Help craft evaluation questions for specific evaluations as requested and design a methodology that will answer those questions and determine the overall scope, and;

● Support USAID in selecting activity (ies) to be designated for impact evaluation(s). These evaluations need to be formulated in advance to ensure that the program results frameworks are in place, outcome indicators are selected, and control or comparison groups are identified.

● Design and implement performance and impact evaluations for projects/activities across USAID/WBG’s portfolio.

C.3.2. Surveys, Analysis and Assessments

C.3.2.1 Review or Establish Baselines and Targets, including Surveys and Studies

Baseline data, including variables that correspond to key outcomes and impacts, will be collected using best practices methods and analyzed to establish a reference point.

Significant attention is required to ensure that baseline data are collected early in the project lifespan, before any significant implementation has occurred.

Illustrative tasks for reviewing or establishing baselines and targets include, but are not limited to the following:

Conduct ad hoc polls, focus groups and/or baseline surveys using widely recognized and academically acceptable standards for data collection, aware of how essential it is to have quality baselines and realistic targets for each performance indicator;

Determine data requirements and plans for baseline data collection, ensuring that gender‐disaggregated information requirements are adequately established. Data collection will need to be incorporated at multiple points throughout the life of activities, collecting baseline and follow‐up data to demonstrate change;

Adjust existing baselines as needed, and establish baselines for new indicators/projects as requested;

Assist Technical Offices and/or consult with USAID/WBG’s implementing partners to develop attainable performance targets, and;

At the request and guidance of Technical Offices and taking into consideration time, budget, and other practical considerations, establish custom surveys to set baselines and inform progress on DO or sector level indicators

C.3.2.2 Assessments, Special Studies and Surveys

Assessments, studies and surveys will be demand‐driven and will depend on the needs and requests of the WBG Mission or to address unforeseen needs due to current political, economic and regional challenges impacting the West Bank and Gaza. As needed by the

Mission and directed and guided by the PM&E COR, the Contractor will review relevant sector, data, market/industry and or institution in order to inform Mission strategic planning, decision‐making, budgeting, procurement and project implementation. Specific details on the questions of interest will vary across assessments and will be provided in

Terms of Reference prepared by the Mission for the Contractor.

The Contractor will carry out thematic assessments on issues that are relevant to

USAID/WBG interests. For example, the Contractor might be required to conduct gender analyses to assess gaps between men and women in the West Bank and Gaza, focusing on different sectors, providing recommendations to empower the leadership and expertise of women and girls, and strategies for meeting their needs. Additional studies could focus on youth or poverty alleviation.

Illustrative assessment, special study and survey tasks include, but are not limited to, the following:

Conducting background research and analysis to inform results‐oriented program planning and implementation. Framing clear research questions and issues.

Mining existing data, apply best practices, and conducting primary source research;

Assessing a sector’s policy and legal framework, institutional capabilities, donor mapping, strengths, weaknesses, gaps and opportunities of a sector;

Designing and conducting assessments and special studies, and provide technical expertise to inform USAID/WBG on strategic planning and project design;

Recommending opportunities for focusing resources geographically, within a sector or across sectors, or on specific populations and beneficiaries within regions, such as economically vulnerable households, women, youth or other communities and;

Preparing and disseminating briefs analyzing cross‐cutting issues or special studies;

Undertaking special studies or assessments as needed to address any identified data shortcomings;

Recommending creative approaches to measure project achievements in the complex environment of WBG, and;

Conducting special surveys or assessments in support of cost analyses and/or government cost estimates, such as salary surveys or market research.

C.3.3 Performance Management Support Services

The WBG Mission uses PM&E plans at the strategy, project and activity levels to measure progress toward achieving results. Working in close collaboration with the

Mission’s SPA, the Contractor will support the Mission in performance management across the Mission portfolio. This support includes identifying approaches to strengthen results measurement, support for the development of a strategy-level Performance

Management Plan (PMP) and results framework (RF), and supporting the Mission in undertaking more systematic data and trends analysis and improving its ability to communicate results to different stakeholder groups.

Performance management is a responsibility of USAID WBG Mission staff. The

Contractor will not assume direct responsibility for any tasks deemed inherently governmental functions or otherwise essential functions of the SPA or Technical Office

CORs/AORs. Rather, working in close collaboration with the SPA, the Contractor will provide targeted performance management support to enable USAID staff to more successfully fulfill their performance management responsibilities.

C.3.3.1 Strengthening results measurement. The Contractor, working in collaboration with the SPA and serving in an expert advisory role, will provide advice as requested on strengthening the measurement of key results in the Mission’s portfolio, including multidimensional and complex results (e.g. sustainability, strengthened capacity, systems change), and provide recommendations to USAID to improve its ability to measure and communicate these results, by using tested and credible proxy indicators, through better contribution analysis, and/or evaluation approaches such as ex-post evaluation.

The Contractor will support the Mission in developing a strategy-level Performance

Management Plan (PMP), identifying appropriate outcome measurements for higher level results; supporting baseline data collection for higher level indicators

(Intermediate Results level and above); conducting data quality assessments for higher level indicators that are not the responsibility of a COR/AOR; supporting the

Mission in thinking through the rationale and reasonableness of targets; developing

Performance Indicator Reference Sheets for higher level indicators; identifying strategy level evaluation questions; and developing a PMP learning plan.

Other tasks may entail working with DO teams and IPs to complete, improve, and update project level PM&E plans, portfolio review process to reflect changes in strategy, targets and/or activities; recommending different methods of data collection, such as alternate data sources or undertaking studies to obtain the data.

In collaboration with the Mission’s Gender Advisor, the Contractor will provide guidance to the Mission on strengthening the integration of appropriate gender-specific and gender-sensitive measurements in the portfolio. Cost-benefit rationalization and management burden should be considered when recommending particular measurement approaches.

The Contractor will support the Mission in more systematically analyzing the results of its programming across activities and across technical sectors to be able to better understand and communicate the impact of USAID programming in the West Bank and

Gaza. Support will entail reviewing GeoMIS or other geographic data platform reporting, conducting trends analysis of performance indicator data; analyzing data in order to aggregate results and better define impact across activities; and generating synthesized knowledge of findings, lessons learned, success stories and good practices. In the course of undertaking analysis, the Contractor will identify limitations and gaps in the

Mission’s ability to sufficiently understand performance and results in a particular sector.

If so, the Contractor will communicate these findings to the Mission and provide concrete recommendations, as practical and feasible, as to how these limitations and gaps will be addressed.

C.3.3.2 Provide support as needed on the review of Project/Activity PM&E Plans and the

Data Quality Assessments.

As requested by USAID, the Contractor will review project and activity PM&E plans.

The Contractor will provide sector-specific advice to the SPA and Technical Offices to strengthen PM&E plans. Tasks will include:

(a) Reviewing results frameworks or logic models for plausible causal relationships between inputs, outputs, outcomes, and impacts;

(b) Reviewing appropriateness of performance indicators and any other non-performance indicator-based approaches to measure results;

(c) Reviewing inclusion of context indicators, as relevant and appropriate;

(d) Ensuring that Performance Indicator Reference Sheets have been completed for all performance and context indicators;

(e) Ensuring baseline, targets and actual values are recorded for all performance indicators and review reasonableness of proposed targets;

(f) Ensuring appropriate integration of evaluations and assessments;

(g) Assessing the integration of a project or activity learning approach;

(h) Ensuring compliance with USAID performance management policies, guidance, and procedures, and;

(i) Reviewing partners reporting in GeoMIS in terms of compliance, timelines and accuracy and generating reports on findings.

The Contractor will support the Mission in conducting Data Quality Assessments

(DQAs) in the field for its PMP indicators that are not part of project/activity indicators, as well as for project/activity indicators based on COR/AOR requests. This task assists Technical Offices in verifying the quality of the indicator data collected.

The goal of the DQA is to ensure that decision makers are fully aware of data strengths and weaknesses and the extent to which data can be trusted when making management decisions and reporting.

The major decision point in conducting a DQA is to determine what level of data quality is acceptable, weighing tradeoffs in terms of time and cost of pursuing data. It needs to verify the reliability, accuracy, timeliness, precision and integrity of all performance indicator data. A DQA must be conducted at least once every three years for those data reported to USAID/Washington.

C.3.4 Capacity Building and Learning Services

The Contractor will provide capacity building and learning support services to enhance the WBG Mission’s PM&E, learning, and adaptive management capacities. The WBG

Mission is committed to strengthening the integration of learning throughout its programming (https://usaidlearninglab.org/faq/collaborating-learning-and-adapting-cla), which includes critical reflection on progress and challenges, active collaboration with stakeholders, and responsive feedback loops that incorporate performance information into decision-making and adaptive management. The high quality capacity building and learning support services to be provided by the Contractor will support the Mission’s evidence-based decision-making across its portfolio.

C.3.4.1 M&E- Related trainings, workshops and coaching for USAID staff and partners.

At the direction of the COR, the Contractor will organize and facilitate trainings, workshops, training-of trainers sessions and related events for USAID staff and implementing partners, including other USAID Contractors. Training topics will be identified by the SPA in collaboration with Technical Offices. Illustrative training and workshop topics include but are not limited to: USAID PM&E policy guidance and resources, developing good evaluation questions, conducting data quality assessments, monitoring context and complex results, etc. On a case-by-case basis, the COR will identify USAID staff, implementing partners, or other stakeholders to receive additional coaching from the Contractor on PM&E- and learning-specific topics.

Expected support from the Contractor includes supporting all workshops and training logistics, developing the training agenda, and preparing training materials. The

Contractor may use or adapt existing Agency training materials and resources when appropriate. If the Contractor and SPA determine that appropriate materials, tools, protocols, guides, templates, and resources do not exist, the Contractor will be directed by the PM&E COR to develop these in accordance with USAID policy guidance on monitoring and evaluation. In developing and delivering trainings, the Contractor will incorporate understanding of adult-learning methodologies.

While the primary training audience will be USAID staff and partners, in some cases training workshops and/or other capacity building activities will be designed for or extended to other local organization stakeholders (e.g., public, private and civil society organizations) that have targeted PM&E needs, as identified by the PM&E COR. These local organizations will receive technical assistance from the Contractor to strengthen their PM&E technical capacity as well as improve their understanding of USAID’s policies and regulations related to the implementation and management of PM&E activities.

The Contractor will conduct a pre and post survey for all trainings, workshops, and coaching sessions to ensure their relevance and strengths and weaknesses, in order to continuously improve the delivery of such services over the life of the Contract.

C.3.4.2 Support performance management follow-up and dissemination.

After the completion of evaluations, assessments, data quality assessments, site visits, and other processes that yield recommendations, as requested by the PM&E COR, the

Contractor will work in collaboration with SPA to track the status of follow-up actions and support the dissemination of analytical products developed under this Contract as part of a learning and/or strategic communications and public outreach agenda.

As requested by the COR, the Contractor will also support SPA in updating and maintaining an online knowledge management portal through the mission’s GEO-MIS or other data information system to serve as a clearinghouse for USAID and non-USAID analytic reports, studies, surveys (e.g., national, demographic, etc.) specific to Gaza and the West Bank.

C.3.4.3 Collaboration Learning and Adapting (CLA)

USAID staff and partners have always sought ways to better understand and improve our work, by embedding collaborating, learning, and adapting

(https://usaidlearninglab.org/faq/collaborating-learning-and-adapting-cla) throughout strategic planning, project and activity design, and M&E.

As requested by the COR, the Contractor will support the Mission in developing an outline for a Learning Agenda that identifies knowledge gaps and steps on how to address them. CLA is a collaborative process, which will include Mission staff, implementing partners and other stakeholders with the support and guidance of SPA.

Below are illustrative steps for developing CLA:

(a) Discuss how the strategy/project/activity is connected to broader goals.

(b) Clarify assumptions behind theory of change and identify the most significant.

(c) Identify knowledge gaps.

(d) Scope out which activities will fill the knowledge gaps and who will collaborate on them.

(e) Identify mechanisms for capturing and sharing learning with relevant https://usaidlearninglab.org/faq/collaborating-learning-and-adapting-cla https://usaidlearninglab.org/faq/collaborating-learning-and-adapting-cla stakeholders.

(f) Ensure continued relevance of the Learning Agenda (ongoing).

In collaboration with the COR, the Contractor will organize events, such as seminars, brown bags and workshops, that promote learning and sharing among stakeholders.

Workshops will provide a forum for sharing best practices, summarizing lessons learned, and reviewing progress toward the achievement of results. Examples of events could include after action reviews; brown bags on topics such as evaluation findings, monitoring challenges, etc.; joint partner meetings; experience summits; etc.

At the Mission’s request, the Contractor may be required to support the organization of semi-annual partner PM&E meetings to strengthen the PM&E community of practice and provide fora for partners to share and learn from each other, improve collaboration, troubleshoot commonly shared issues, and serve as a venue for “peer assist.” Similarly, the Contractor may be required to support semi-annual PM&E meetings with the DO teams.

Illustrative Mission training and assistance tasks include, but are not limited to, the following:

(a) Build the capacity of Mission staff for PM&E through training and technical assistance using a participatory approach to designing and implementing the PM&E program.

(b) Provide tailored, results‐based management training covering such topics as performance management, logical frameworks, planning and managing evaluations, designing and testing survey instruments, etc. The teaching approach could include presentations, case studies, and peer learning through group exercises in a face‐to‐face format.

● Training could include designing and implementing core evaluation training, with a focus on crafting scopes of work, developing evaluation questions, and managing evaluation processes.

● Training should introduce fundamental PM&E concepts, practices and tools which Mission staff can implement immediately. Topics may include: research designs, data collection strategies, determination of indicators and measurement strategies, constructing baseline data, data analysis strategies, reporting results and using results for effective decision making.

(c) Help project design teams and technical offices as needed to develop strategy‐ and project‐ level indicators and performance targets, which will eventually feed into the Mission’s Performance Management Plan (PMP) and project design documents.

(d) Improve organizational practices and capacity for learning and adapting with the Mission staff and with respect to business processes, deepening coordination, collaboration and synergies within the Mission regarding

PM&E lessons learned.

(e) Ensure the use of common definitions, comparable methods of data collection, and compatible reporting formats across the Mission.

C.3.5 Field Monitoring, Verification and Reporting Services

Since 2007, the U.S. government’s personnel and contractors have been restricted from travel to Gaza, and as a result, the USAID/WBG Mission has relied on a field monitoring mechanism with a local firm to provide its CORs/AORs with a source of independent monitoring data to inform management decisions and corrective actions. Recently, the

U.S. Government has approved its U.S. Citizen Contractors to enter Gaza and approved

USAID to hire Foreign Service National (FSN) Projects Managers to work in Gaza.

These are welcome developments in improving USAID performance and oversight in

Gaza, however the necessity for USAID cognizance over its activities has never been greater. As such, the Mission will continue to require the services of a field monitor in

Gaza. At this time, the Mission does NOT intend to use this contract to provide for field monitoring services in Gaza. Instead, the Mission will procure these services separately via a different contractual vehicle for Gaza. For the West Bank and other areas that USAID operates in, the Mission intends to continue to rely on its A/CORs and

Activity Managers for monitoring.

Only if requested to so by the COR and approved by the Contracting Officer in writing will the Contractor be required to provide field monitoring services in Gaza, the West

Bank, Israel or East Jerusalem. The oversight, monitoring and reporting services provided under this contract will be independent and supplemental to that provided by A/CORs and USAID implementing partners. If required, all field monitoring tasks would be done in close collaboration with USAID staff and only at the request of the Contracting Officer via the M&E COR. If ordered to do so, the Contractor would be responsible for the recruitment, hiring, and training of third party monitors. The Contractor would hire staff or consultants directly or sub-contract with a local firm capable of providing such services. The range of field monitoring services expected on contingency under this

Contract fall roughly into the following two categories 1) verification/activity oversight and 2) performance/outcome monitoring. In both cases, the project work plan and M&E plan would serve as the basis for monitoring efforts.

If required, in all field monitoring tasks verification/activity oversight would be focused on compliance, implementation progress, quality, accuracy, internal control, and the timeliness…